The BYOD project closure report summarizes the successful completion of the project to upgrade Warbird Consulting Partners' legacy system and network. Key highlights included implementing the HP BYOD management software and wireless network infrastructure. While a coding error caused a month delay, the project was completed under budget. The report recommends ongoing training and executive support to ensure project benefits are sustained. It was approved by the executive sponsor and committee, officially closing the project.
The document provides a project closure report for a project to develop an e-learning course to train managers on creating effective action plans from employee survey results. It summarizes that the project was completed on time and within budget despite some challenges. Key highlights included completing a thorough needs assessment, developing an effective risk management plan, and addressing all deliverables to a high quality. The e-learning course achieved success according to defined criteria and metrics, with over 90% of managers now able to accurately interpret survey results and write compliant action plans.
The project closure report summarizes the transportation of the Brazil men's football team project. It details the transition plan for stakeholders from London Transit and LOCOG, as well as knowledge management and lessons learned. The project met requirements despite some minor delays, and the project manager signs off to close the project.
The document provides templates and checklists for managing projects using the IS&T Project Management Framework. It includes checklists for project startup, planning, and engaging with sponsors. The checklists contain questions to confirm key project details are defined, such as goals, scope, resources, milestones and managing stakeholder expectations.
The project execution plan (PEP) establishes how projects will be executed, monitored, and controlled. It communicates project objectives and how they will be achieved. The major elements of a PEP are scope definition, goal statements, quality/technical specifications, resource allocation, and project scheduling. Scope definition clearly defines the project goals. Goal statements list deliverables, milestones, and risks. Quality specifications use precise definitions and measurable standards. Resource allocation identifies needed staff, money, and time. Project scheduling divides work into chunks and sets time-bound milestones, accounting for risks and exceptions to plans.
This project successfully opened a new code base in 17 days, significantly faster than the previous average of 13 weeks. Key factors for the project's success were thorough up-front planning, clear task and resource assignments, daily stand-up meetings for status and issue management, and automating time-consuming manual processes. Lessons learned include the importance of management commitment to dedicated resources and sponsor support, as well as continuously improving processes through activities like Lean Six Sigma.
This document provides a template for a project closeout report. The report summarizes key information about the project including general details, deliverables, performance against goals, cost and schedule variances, scope changes, operations and maintenance plans, resources used, documentation, lessons learned, and approval signatures. It includes sections to document the project title, agencies involved, costs, schedule, scope, resources, documentation, problems encountered, and corrective actions.
The document outlines a project closure checklist to ensure a formal conclusion and handoff of a completed product. It includes steps to conduct a post-implementation review capturing lessons learned, staff transfer and release, financial closure by resolving all invoices and obligations, archiving project documents and artifacts, and celebrating significant milestones.
The document provides a project closure report for a project to develop an e-learning course to train managers on creating effective action plans from employee survey results. It summarizes that the project was completed on time and within budget despite some challenges. Key highlights included completing a thorough needs assessment, developing an effective risk management plan, and addressing all deliverables to a high quality. The e-learning course achieved success according to defined criteria and metrics, with over 90% of managers now able to accurately interpret survey results and write compliant action plans.
The project closure report summarizes the transportation of the Brazil men's football team project. It details the transition plan for stakeholders from London Transit and LOCOG, as well as knowledge management and lessons learned. The project met requirements despite some minor delays, and the project manager signs off to close the project.
The document provides templates and checklists for managing projects using the IS&T Project Management Framework. It includes checklists for project startup, planning, and engaging with sponsors. The checklists contain questions to confirm key project details are defined, such as goals, scope, resources, milestones and managing stakeholder expectations.
The project execution plan (PEP) establishes how projects will be executed, monitored, and controlled. It communicates project objectives and how they will be achieved. The major elements of a PEP are scope definition, goal statements, quality/technical specifications, resource allocation, and project scheduling. Scope definition clearly defines the project goals. Goal statements list deliverables, milestones, and risks. Quality specifications use precise definitions and measurable standards. Resource allocation identifies needed staff, money, and time. Project scheduling divides work into chunks and sets time-bound milestones, accounting for risks and exceptions to plans.
This project successfully opened a new code base in 17 days, significantly faster than the previous average of 13 weeks. Key factors for the project's success were thorough up-front planning, clear task and resource assignments, daily stand-up meetings for status and issue management, and automating time-consuming manual processes. Lessons learned include the importance of management commitment to dedicated resources and sponsor support, as well as continuously improving processes through activities like Lean Six Sigma.
This document provides a template for a project closeout report. The report summarizes key information about the project including general details, deliverables, performance against goals, cost and schedule variances, scope changes, operations and maintenance plans, resources used, documentation, lessons learned, and approval signatures. It includes sections to document the project title, agencies involved, costs, schedule, scope, resources, documentation, problems encountered, and corrective actions.
The document outlines a project closure checklist to ensure a formal conclusion and handoff of a completed product. It includes steps to conduct a post-implementation review capturing lessons learned, staff transfer and release, financial closure by resolving all invoices and obligations, archiving project documents and artifacts, and celebrating significant milestones.
1. The document discusses conducting project audits and evaluations. It outlines the major tasks, components, types, and factors influencing the depth of project audits.
2. The steps for conducting a project audit are initiation and staffing, data collection and analysis, and reporting. Data is collected from the organization and project team perspectives.
3. Project and individual performance evaluations are important but often done poorly. Evaluations should focus on clear standards beyond just time, cost, and specifications. Team and individual evaluations should be separate processes.
The document discusses the process for closing projects, including administrative closure, performance evaluations, and project audits. It outlines the key activities for project closure like assigning closure tasks and monitoring implementation. The project audit process is also summarized, including collecting data from the project team, organization, and stakeholders to identify lessons learned and areas for improvement on future projects.
This professional portfolio contains sections summarizing Mostafa Saad's qualifications and experience. It includes his resume outlining over 14 years of experience in maintenance planning, reliability engineering, and project management. It also includes sections highlighting his academic certificates, experience letters, training certificates in areas like maintenance, project management, computer skills, and conferences attended. Further sections provide details on memberships in professional organizations and other references.
This document discusses project execution and control. It explains that project execution utilizes prior plans and preparations to deal with unanticipated events while minimizing impacts. The purpose of execution is to construct the facility as commissioned while applying most resources. Execution concludes when the product is fully built, tested, accepted and transitioned to the client. At the end, all deliverables documented in the plan have been produced and the facility is handed over.
The document discusses the process of formally closing a project. It involves gaining acceptance of final products/services, reflecting on lessons learned, and creating project archives and reports. A Project Review and Closure Report is produced to tidy up any loose ends, review project outputs and success, outline outstanding issues/recommendations, and inform future projects. The report is developed towards the end of the project when all outputs have been delivered.
This document provides a project execution plan (PEP) for a project with the following key elements:
- It outlines the project scope, cost management procedures, risk management approach, planning and programming strategy, procurement methods, project resourcing and organization, quality control procedures, health and safety plans, commissioning and acceptance process, and post-occupancy evaluation.
- Appendices include the cost plan, master program, roles and responsibilities, project structure, directory, risk register, client coordination, change control procedures, and meeting strategy to support project delivery.
- The PEP establishes the framework and procedures for delivering the project on budget and schedule while meeting quality standards, and ensures clear communication and coordination between all project stakeholders
To be successful, a project team must select appropriate processes to meet objectives, use a defined adaptable approach, establish stakeholder communication and engagement, comply with requirements, and balance constraints. There are five process groups: initiating, planning, executing, monitoring/controlling, and closing. The initiating group defines the initial scope and resources. Planning designs the success scheme through progressive elaboration. Executing coordinates execution according to plans. Monitoring/controlling tracks progress and initiates changes. Closing finalizes all activities and formally closes the project.
Are you thinking to craft a good PPT on project execution? Not to worry! We have come up with the project execution PowerPoint presentation slides that will help you build up your key program deliverables. Using our project management PPT designs, you can promote your business plan by specifying project quality management, work plan, etc. Furthermore, these control execution PPT graphics have been incorporated by highly qualified designers & with extensive research. Furthermore, our project development presentation illustrations cover all the related templates such as project progress summary, issues management, line chart, clustered column chart and many more. What more do you expect? In addition to this, execution plan PowerPoint designs can also be used for similar topics such as program documentation, execution plan, earned value management, risk analysis matrix, resource allocation, critical path method, product benefit realization, program charter, and responsibility assignment matrix. So without wasting your time, just grab our PowerPoint Visuals. Evaluate concepts with our Project Execution Powerpoint Presentation Slides. Be able to assess the depth behind it. https://bit.ly/3y8LoTy
This document discusses scope management and preventing scope creep on projects. It begins with definitions of key terms like project scope, scope creep, and progressive elaboration. It then presents a case study of a project that experienced significant scope creep over time. The original $50k project for evaluating transfer stations grew to $1.67 million over 15 years due to 11 amendments adding tasks and extending timelines. Causes of scope creep on this project included inadequate planning and ineffective project management. The document concludes with lessons on how to define and manage scope properly through requirements documentation, scope management plans, change control processes, and stakeholder management.
This document discusses the project integration management knowledge area and its processes, including developing the project charter to formally authorize a project, developing the project management plan by defining subsidiary plans and integrating them into a comprehensive plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. It provides details on the inputs, tools and techniques, and outputs of developing the project charter and project management plan.
Once a project enters the execution phase, the project team focuses on carrying out the planned activities according to the baseline plan. Key project management elements during execution include tracking project progress against the plan, reviewing status, monitoring and mitigating risks, managing changes, and addressing any issues. Effective project control relies on collecting performance data and taking corrective actions as needed to ensure the project stays on schedule and within budget. Preventing problems through consistent information sharing and early action is preferable to fixing problems after they occur. Project control processes apply to all projects but should be tailored to the specific needs and context of each individual project.
The document introduces project execution and the need to develop a Project Execution Plan to outline responsibilities and procedures for delivering agreed upon project outputs, as the plan expands on the Project Business Plan by specifying day-to-day management controls. A Project Execution Plan is developed when a project proposal is approved, and requires knowledge of developing detailed project plans, schedules, quality procedures, reporting, purchasing if needed, risk management, and cost control. The main outputs of project planning include the project execution plan and controls, progress reports, action item logs, project cost control, training plans, risk logs, and lessons learned.
The document discusses the process of closing down a project. It identifies major tasks in project closure as evaluating if the project delivered expected benefits to stakeholders and assessing what was done well and what could be improved. Key aspects of closure include getting sign-off from customers, reassigning team members, evaluating performance, and creating a final report. It also stresses the importance of retrospective reviews to identify lessons learned and improve future projects. Conducting reviews and evaluations helps ensure projects and organizations continuously improve.
The document provides a checklist of tasks to complete during the project startup phase. It includes collecting existing documentation, selecting a project team, drafting initial project management plans and standards, developing procedures for tasks like time tracking and issue management, and obtaining client approval for documents like the project scope and invoicing processes. The goal is to prepare the project infrastructure and get sign-off from stakeholders before officially launching the project.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
The document provides a project plan for developing a new employer website for ABcorp Global Service Centre. The plan includes an overview of the organization, project objectives, roles and responsibilities, constraints, schedule and budget. It then outlines the work breakdown structure (WBS) with tasks for project initiation, UX design, UI design, development, testing, training and closure. Gantt charts and documents cover the project plan, communication plan, risks and mitigations. The goal is to complete the project within 45 days and on budget with support from stakeholders and mitigations for risks like the coronavirus impact and dependencies.
Project closure is the process of ending a project in an orderly manner whether the project was successful or not. The aims of closure are to end the project at all levels with minimal disruption and integrate the project outputs. Project termination can occur through several modes including normal completion, premature closure, failure, or changed priorities. The closure process involves reassigning team members, disposing of materials, final reporting, and integrating the project outputs. The project manager may oversee closure or a termination manager may be assigned to handle the long process of winding down the project. Termination activities include completing all work, notifying stakeholders, settling financials, conducting audits, and documenting lessons learned in a final report.
This document discusses project auditing and closure. It describes the tasks of a project audit, which include evaluating stakeholder benefits and satisfaction, assessing successes and failures, and identifying improvements. The audit process involves initiation, data collection, analysis, and reporting. Project closure objectives are also outlined, such as determining termination reasons and describing closure tasks like getting acceptance, releasing resources, and evaluating performance. Lessons learned through retrospectives are emphasized as important for organizational improvement.
This document discusses the importance of closing and reflecting on projects. It notes that closing and reflecting is as important as other project phases but often neglected. It provides reasons why closing and reflecting is important, such as making teams smarter for future projects and allowing for feedback. The document outlines steps for closing like updating documents, conducting reviews, and reporting results. It also provides examples of strategies for reflection, such as after action reviews and formal reporting.
This document provides instructions for completing the final report for the project "Every Trainee Matters". It discusses completing two parts (Part A for the full consortium, Part B for each individual partner) in an online form. It also lists the supporting documents that must be submitted with the final report, such as copies of travel documents, certificates of participation, and project results.
A Close-out Report is one that summarizes the execution of a contract. It indicates key performance factors and compares actual data against baseline data.
I prepared this sample for an SMP (Structural, Mechanical & Piping) EPC (Engineering, Procurement & Construction) Mining Construction Contract for a project in 2012 - 2014 in Western Australia.
For more information, please contact me (ahadjaran@yahoo.com)
1. The document discusses conducting project audits and evaluations. It outlines the major tasks, components, types, and factors influencing the depth of project audits.
2. The steps for conducting a project audit are initiation and staffing, data collection and analysis, and reporting. Data is collected from the organization and project team perspectives.
3. Project and individual performance evaluations are important but often done poorly. Evaluations should focus on clear standards beyond just time, cost, and specifications. Team and individual evaluations should be separate processes.
The document discusses the process for closing projects, including administrative closure, performance evaluations, and project audits. It outlines the key activities for project closure like assigning closure tasks and monitoring implementation. The project audit process is also summarized, including collecting data from the project team, organization, and stakeholders to identify lessons learned and areas for improvement on future projects.
This professional portfolio contains sections summarizing Mostafa Saad's qualifications and experience. It includes his resume outlining over 14 years of experience in maintenance planning, reliability engineering, and project management. It also includes sections highlighting his academic certificates, experience letters, training certificates in areas like maintenance, project management, computer skills, and conferences attended. Further sections provide details on memberships in professional organizations and other references.
This document discusses project execution and control. It explains that project execution utilizes prior plans and preparations to deal with unanticipated events while minimizing impacts. The purpose of execution is to construct the facility as commissioned while applying most resources. Execution concludes when the product is fully built, tested, accepted and transitioned to the client. At the end, all deliverables documented in the plan have been produced and the facility is handed over.
The document discusses the process of formally closing a project. It involves gaining acceptance of final products/services, reflecting on lessons learned, and creating project archives and reports. A Project Review and Closure Report is produced to tidy up any loose ends, review project outputs and success, outline outstanding issues/recommendations, and inform future projects. The report is developed towards the end of the project when all outputs have been delivered.
This document provides a project execution plan (PEP) for a project with the following key elements:
- It outlines the project scope, cost management procedures, risk management approach, planning and programming strategy, procurement methods, project resourcing and organization, quality control procedures, health and safety plans, commissioning and acceptance process, and post-occupancy evaluation.
- Appendices include the cost plan, master program, roles and responsibilities, project structure, directory, risk register, client coordination, change control procedures, and meeting strategy to support project delivery.
- The PEP establishes the framework and procedures for delivering the project on budget and schedule while meeting quality standards, and ensures clear communication and coordination between all project stakeholders
To be successful, a project team must select appropriate processes to meet objectives, use a defined adaptable approach, establish stakeholder communication and engagement, comply with requirements, and balance constraints. There are five process groups: initiating, planning, executing, monitoring/controlling, and closing. The initiating group defines the initial scope and resources. Planning designs the success scheme through progressive elaboration. Executing coordinates execution according to plans. Monitoring/controlling tracks progress and initiates changes. Closing finalizes all activities and formally closes the project.
Are you thinking to craft a good PPT on project execution? Not to worry! We have come up with the project execution PowerPoint presentation slides that will help you build up your key program deliverables. Using our project management PPT designs, you can promote your business plan by specifying project quality management, work plan, etc. Furthermore, these control execution PPT graphics have been incorporated by highly qualified designers & with extensive research. Furthermore, our project development presentation illustrations cover all the related templates such as project progress summary, issues management, line chart, clustered column chart and many more. What more do you expect? In addition to this, execution plan PowerPoint designs can also be used for similar topics such as program documentation, execution plan, earned value management, risk analysis matrix, resource allocation, critical path method, product benefit realization, program charter, and responsibility assignment matrix. So without wasting your time, just grab our PowerPoint Visuals. Evaluate concepts with our Project Execution Powerpoint Presentation Slides. Be able to assess the depth behind it. https://bit.ly/3y8LoTy
This document discusses scope management and preventing scope creep on projects. It begins with definitions of key terms like project scope, scope creep, and progressive elaboration. It then presents a case study of a project that experienced significant scope creep over time. The original $50k project for evaluating transfer stations grew to $1.67 million over 15 years due to 11 amendments adding tasks and extending timelines. Causes of scope creep on this project included inadequate planning and ineffective project management. The document concludes with lessons on how to define and manage scope properly through requirements documentation, scope management plans, change control processes, and stakeholder management.
This document discusses the project integration management knowledge area and its processes, including developing the project charter to formally authorize a project, developing the project management plan by defining subsidiary plans and integrating them into a comprehensive plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. It provides details on the inputs, tools and techniques, and outputs of developing the project charter and project management plan.
Once a project enters the execution phase, the project team focuses on carrying out the planned activities according to the baseline plan. Key project management elements during execution include tracking project progress against the plan, reviewing status, monitoring and mitigating risks, managing changes, and addressing any issues. Effective project control relies on collecting performance data and taking corrective actions as needed to ensure the project stays on schedule and within budget. Preventing problems through consistent information sharing and early action is preferable to fixing problems after they occur. Project control processes apply to all projects but should be tailored to the specific needs and context of each individual project.
The document introduces project execution and the need to develop a Project Execution Plan to outline responsibilities and procedures for delivering agreed upon project outputs, as the plan expands on the Project Business Plan by specifying day-to-day management controls. A Project Execution Plan is developed when a project proposal is approved, and requires knowledge of developing detailed project plans, schedules, quality procedures, reporting, purchasing if needed, risk management, and cost control. The main outputs of project planning include the project execution plan and controls, progress reports, action item logs, project cost control, training plans, risk logs, and lessons learned.
The document discusses the process of closing down a project. It identifies major tasks in project closure as evaluating if the project delivered expected benefits to stakeholders and assessing what was done well and what could be improved. Key aspects of closure include getting sign-off from customers, reassigning team members, evaluating performance, and creating a final report. It also stresses the importance of retrospective reviews to identify lessons learned and improve future projects. Conducting reviews and evaluations helps ensure projects and organizations continuously improve.
The document provides a checklist of tasks to complete during the project startup phase. It includes collecting existing documentation, selecting a project team, drafting initial project management plans and standards, developing procedures for tasks like time tracking and issue management, and obtaining client approval for documents like the project scope and invoicing processes. The goal is to prepare the project infrastructure and get sign-off from stakeholders before officially launching the project.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
The document provides a project plan for developing a new employer website for ABcorp Global Service Centre. The plan includes an overview of the organization, project objectives, roles and responsibilities, constraints, schedule and budget. It then outlines the work breakdown structure (WBS) with tasks for project initiation, UX design, UI design, development, testing, training and closure. Gantt charts and documents cover the project plan, communication plan, risks and mitigations. The goal is to complete the project within 45 days and on budget with support from stakeholders and mitigations for risks like the coronavirus impact and dependencies.
Project closure is the process of ending a project in an orderly manner whether the project was successful or not. The aims of closure are to end the project at all levels with minimal disruption and integrate the project outputs. Project termination can occur through several modes including normal completion, premature closure, failure, or changed priorities. The closure process involves reassigning team members, disposing of materials, final reporting, and integrating the project outputs. The project manager may oversee closure or a termination manager may be assigned to handle the long process of winding down the project. Termination activities include completing all work, notifying stakeholders, settling financials, conducting audits, and documenting lessons learned in a final report.
This document discusses project auditing and closure. It describes the tasks of a project audit, which include evaluating stakeholder benefits and satisfaction, assessing successes and failures, and identifying improvements. The audit process involves initiation, data collection, analysis, and reporting. Project closure objectives are also outlined, such as determining termination reasons and describing closure tasks like getting acceptance, releasing resources, and evaluating performance. Lessons learned through retrospectives are emphasized as important for organizational improvement.
This document discusses the importance of closing and reflecting on projects. It notes that closing and reflecting is as important as other project phases but often neglected. It provides reasons why closing and reflecting is important, such as making teams smarter for future projects and allowing for feedback. The document outlines steps for closing like updating documents, conducting reviews, and reporting results. It also provides examples of strategies for reflection, such as after action reviews and formal reporting.
This document provides instructions for completing the final report for the project "Every Trainee Matters". It discusses completing two parts (Part A for the full consortium, Part B for each individual partner) in an online form. It also lists the supporting documents that must be submitted with the final report, such as copies of travel documents, certificates of participation, and project results.
A Close-out Report is one that summarizes the execution of a contract. It indicates key performance factors and compares actual data against baseline data.
I prepared this sample for an SMP (Structural, Mechanical & Piping) EPC (Engineering, Procurement & Construction) Mining Construction Contract for a project in 2012 - 2014 in Western Australia.
For more information, please contact me (ahadjaran@yahoo.com)
The project close-out phase involves completing all project activities and deliverables, final reviews being conducted, and the customer accepting the final project deliverable. The project manager is responsible for archiving documents, obtaining sign-off, assessing satisfaction, capturing lessons learned, debriefing team members, and completing evaluations. Administrative closure includes closing contracts, reviewing invoices, conducting performance reviews, and confirming project completion with signatures.
This project closure checklist provides tasks to ensure effective closure of a project. It includes completing outstanding tasks, resolving issues, meeting charter goals, collecting stakeholder feedback, training end users, assessing success measures, evaluating team members, paying costs, creating best practices documentation, assigning maintenance, having a closure meeting, and archiving documents. The sponsor must sign off once all closure tasks are finished.
The document provides a quality assurance review of a project closure report. It summarizes key metrics regarding the project's budget variance, schedule variance, delivery of business functional requirements, resource management, total life cycle costs, and impact on the business case. The review covers the original and revised budgets and schedule, actual costs, requirements delivered, resource hours, ongoing costs, benefits, and savings. It concludes by providing a link to the author's LinkedIn profile.
This presentation was prepared to describe the concepts of 'Issue Management' in a humorous manner...Go through the presentation, understand how simple 'Issue Management' is and enjoy!!!
About the front page...well...that is my dog...MAX...isn't he cute :-)
Construction claims, disputes and project closuresrinivas2036
This document discusses construction claims, disputes, and project closure. It begins by explaining that during project execution, issues often arise between parties that cannot be resolved, resulting in claims from contractors for time extensions or cost reimbursements. These claims can be settled amicably or become disputes if the owner does not agree. Common sources of claims include defects in contracts, site conditions differing from descriptions, scope changes, and payment delays. The document provides guidance on claim management, notification, substantiation, and resolution procedures. It also discusses mechanisms for dispute avoidance and resolution such as negotiation, mediation, arbitration, and their advantages over legal proceedings.
This document discusses project stakeholder management. It describes the key processes as identify stakeholders, plan stakeholder management, manage stakeholder engagement, and control stakeholder engagement. The processes aim to effectively engage stakeholders throughout the project life cycle to increase the chances of project success. Identifying stakeholders involves analyzing who could impact or be impacted by the project. Planning stakeholder management develops strategies to engage stakeholders based on their needs and potential impact. Managing engagement involves communicating with stakeholders and addressing issues. Controlling engagement monitors stakeholder relationships and makes adjustments as needed.
The document discusses the roles and responsibilities of merchant bankers in India according to SEBI regulations. Key points:
- Merchant bankers are regulated by SEBI and involved in public issues, rights issues, open offers, and buybacks.
- They must meet requirements for capital, staffing, experience, and qualifications.
- As lead managers, they perform key functions like pricing issues, marketing, and preparing offer documents.
- Post-issue, they monitor allotments and refunds, file reports, and ensure investor grievances are addressed.
The Ivy Tech consulting team has been contracted by WeFrameU, a picture frame manufacturer, to design and implement a new IT infrastructure across their 3 office locations to support their 735 employees. The requirements include setting up WAN connectivity between sites, implementing file/print services, email, applications and security measures. The project scope also involves developing advanced technologies, establishing policies for hardware/software upgrades, and creating a help desk system to manage trouble tickets.
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredeces.docxjessiehampson
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredecessors% CompleteStatusAssigned ToCommentsStartFinishCritical1. Intiation14d10/02/1910/15/1999%CompleteJevin 1.1 Recommendation & evaluation3d10/02/1910/04/19100%CompletedJenny 1.2 Project chart Deveelopment2d10/05/1910/06/19100%CompletedJenny 1.3 Outline of deliverable2d10/07/1910/08/19100%CompletedMark 1.4 Stakeholders analysis3d10/09/1910/11/194100%CompletedJoe 1.5 Charter signed by Authority4d10/12/1910/15/1995%In ProgressJoe2. Planning22d10/16/1911/07/19 2.1 Make a scope management2d10/16/1910/17/190%Not StartedJudy 2.2 Design the project team4d10/18/1910/21/090%Not StartedMolly 2.3 Intial meeting to boost the project3d10/22/1910/24/190%Not StartedMolly 2.4 Development of project plan2d10/25/1910/26/19130%Not StartedJudy 2.4.1 Create the schedules2d10/27/1910/28/190%Not StartedAlex 2.4.2 Analysis the critical path3d10/29/1911/01/190%Not StartedAlex 2.5 Submission of Project plan4d11/02/1911/05/190%Not StartedTim 2.6 Approval for project Plan2d11/06/1911/07/19120%Not StartedTiana3. Designing20d11/08/1911/27/19 3.1 Meeting to boost the team2d11/08/1911/09/190%Not StartedMandy 3.2 Verify the user requirements3d11/10/1911/12/190%Not StartedMandy 3.3 Designing of system4d11/13/0911/16/190%Not StartedKathy 3.4 procurement of software and hardware3d11/17/1911/19/190%Not StartedKathy 3.5 Installation of development system2d11/20/1911/21/190%Not StartedTim 3.6 Initiate testing3d11/22/1911/24/190%Not StartedHarry 3.7 Installation of live system2d11/25/1911/26/19200%Not StartedHarry 3.8 Training of users1d11/27/1911/27/190%Not StartedTiana4. Control20d11/28/1912/18/19 4.1 Management of Project4d11/28/1912/01/190%Not StartedMolly 4.2 Meetings to track the status of the meeting4d12/02/1912/05/190%Not StartedMolly 4.3 Risk management8d12/06/1912/13/190%Not StartedManoj 4.4 Updation of project management plan5d12/14/1912/18/190%Not StartedMandy5. Closing11d12/19/1912/29/19 5.1 Audit procurement4d12/19/1912/22/190%Not StartedAlisha 5.2 Updating and revision of documents2d12/23/1912/24/19300%Not StartedPrem 5.3 Update records and files2d12/25/1912/26/190%Not StartedHari 5.4 Receive the acceptance formally1d12/27/1912/27/190%Not StartedJames 5.5. Archieve Documents and files2d12/28/1912/29/190%Not StartedJames
Comments
Running Head: PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 1
PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 21
Project Plan-Business Requirement Document
CIS 599 Graduate Info Systems Capstone
Abstract
After finishing project plan inception with introduction Docume ...
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
The document discusses agile project management and compares it to traditional project management approaches. It outlines the key process groups, roles, artifacts, and ceremonies used in scrum, an agile framework. It also describes how JWD Consulting could take an agile approach to their intranet site project by breaking it into multiple sprints and releases rather than one big release at the end, with product and sprint backlogs to track work. Overall, the document contrasts agile and traditional methods and explains how aspects like planning and monitoring map to agile approaches.
RUNNING HEAD Customer Care Website Implementation1Customer .docxjoellemurphey
RUNNING HEAD: Customer Care Website Implementation
1
Customer Care Website Implementation
27
Customer Care Website Implementation
Table of Contents
4Executive Summary
4Integration Management
4Project Scope Statement:
5Project Scope Justification:
5Project Success:
5Functional Area Interfaces
6Project Team Members and Roles:
6Project Team Reporting Structure:
7Project Deliverables:
7Project Closure Information
9Scope Management
9Scope Definition
9Work Breakdown Structure
9Time/Schedule Management
9Activity List
12Project Milestones:
12Project Cost Management
14Project Quality Management
14Project Deliverable Quality Requirements
14Project Deliverable Quality Monitoring
15Project Deliverable Quality Reporting
15Project Deliverable Quality Discrepancy Decisions
15Project Human Resource Management
15Resource Analysis
17Resource(s) Doing the Most Work
17Alternative Resource Assignments
17Resource Gap Analysis
17Optimization:
18Communications Management
18Project Team Communications
19Project Team Conflict Resolution
20Project Information to Monitor
20How to Collect Project Information
20Frequency for Project Information Collection
21Project Status Information and Recipients
21Plan and Take Adaptive Action
21Methods to Analyze the Impact of the Status Information
21Process/Procedures to Make Decisions that Affect the Project Schedule and Budget
22People Who Will Be Involved in Making Project Status Decisions
22Method to Communicate Project Status Decisions
23Project Risk Management
23Risk Management Plan:
25Procurement Management
25Conclusion
26References
Executive Summary
In this project we intend to streamline and enhance our customer’s user experience for his or her support related needs after or before a purchase have been made. Currently we only support a customer over the phone. At peak hours, this causes line congestion and long wait time for our customers resulting in dip in customer satisfaction level. The creation of a customer care website will allow our company to engage with the customer at multiple points including telephone which we already do. 90% of the calls we log are for general questions or are mostly order related which might not require a call in case a portal is available. This projects aims to create a customer care portal mentioned above for better customer satisfaction.
Over the last three years, our annual sales and revenues have almost tripled. While a phone support option was initially sufficient, peak hour service provision has become problematic. In case we want to go along with our existing support model, we would require to at least double our voice support specialist strength. This would result in additional recurring expenses for the company towards employee salary and equipment. The project should be able to address this issue as well and enable the company to achieve better operational excellence. Enhancement to the website will also be possible and will help us to align better with our customers.
Integrat ...
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
The Health First Pharmaceutical Company is implementing a project to improve its quality document management system. The current system is inadequate due to growth and increased regulations. The project will assess current practices, recommend a new system or changes, and implement the solution. The project budget is $125,000. Key deliverables will be a feasibility study, requirements analysis, and implementation plan. The solution must meet ISO standards and integrate with other systems. Regular updates will be provided via an internal blog/wiki to communicate with stakeholders. The quality goal is to define problems, assess options, and present a viable solution to the project board.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
The document provides a summary of 15 projects that Jeff Davis has managed or contributed to over his career. These include developing applications like a case tracking system for a captive insurance company and a custom service request system. He has also led infrastructure projects such as deploying a new LAN across 45 offices and upgrading 1200 desktop computers. Other responsibilities discussed are managing development teams, implementing new systems, and establishing project management processes.
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Bayfront Health Systems implemented a Project Management Office (PMO) to manage its portfolio of projects funded by the American Recovery and Reinvestment Act (ARRA). The PMO utilized a workbook to document projects, standardize processes, and ensure compliance. This led to successful outcomes, including on-time and on-budget delivery of ARRA-funded projects. The workbook contained documentation templates, change management processes, risk management plans, and other tools to facilitate management of the growing number of projects. Through use of the structured PMO approach and workbook, Bayfront was able to efficiently complete its ARRA-funded projects.
Bayfront Health Systems implemented a Project Management Office (PMO) to manage its portfolio of projects funded by the American Recovery and Reinvestment Act (ARRA). The PMO utilized a workbook to document projects, standardize processes, and ensure compliance. This led to successful outcomes, including on-time and on-budget delivery of ARRA-funded projects. The workbook contained documentation templates, change management processes, risk management procedures, and issue logging to facilitate management of the growing project portfolio. Through use of the PMO workbook and standardized processes, Bayfront was able to efficiently deliver multiple ARRA-focused healthcare IT projects.
This document provides a proposal for upgrading the computer network at Healthmark Medical. It describes the current issues with their outdated network architecture and hardware, which is negatively impacting business operations. The proposed project would replace all employee computers, install a new VOIP phone system, fiber internet connection, servers, switches, and other network components. Requirements for the project are outlined, including the need for HIPAA compliance, improved network speeds, and addressing constraints like timelines. Key stakeholders are identified and a communication plan is proposed to keep everyone informed during the project. The goal is to implement the new network within six months to improve Healthmark Medical's technology and business performance.
This document discusses project scope management. It defines project scope as the work involved in creating project deliverables and processes. Scope management ensures stakeholders agree on what will be delivered. Good scope management is important for project success and prevents common causes of failure like improper scope. Key scope management processes include scope verification, where the scope is formally accepted, and scope change control to manage any changes to the project scope. The document provides examples of scope planning tools like the scope statement and work breakdown structure used to define deliverables and divide work into manageable components.
IT Projects are typically complex undertakings where requirements, and their gathering from often multiple stakeholders, can often be difficult. The practice of Quality Management during the course of IT Projects should, in theory, lead to better governance and overall outcomes. This paper explores four individual IT Projects and details the methods of qualification gathering, stakeholder engagement and overall Quality Management employed. Following this is a review of the common themes found in each project and a discussion on their application from a Quality Management perspective.
CN*NOW (CNW) is one of the largest manufacturer of outdoor manufacturer of furniture for domestic and commercial use. It records huge turnover but is not able to reflect it in the bottom-line. It is because of this reason in this report we proposed the introduction of ERP so as to improve the profitability of the company. Besides these ERP solutions’ objective is to ensure that the data streams amongst each internal trade while managing affiliations, or "touch focuses", to the partners. ERP solutions works on a blended bag of computer gear’s and network arrangements, Regardless of the course of action, generally ERP solutions use a simple database to hold information from various trades and which can be used by different customers utilizing some means
This document provides advice on writing effective status updates in 3 types of situations: when a big project is completed, an important meeting is held, or content is syndicated. It outlines what information should be included for each type, such as the business value delivered for a completed project. Examples are given of both ineffective and effective update language.
ITP-1 – Project Charter
Group 3 - The Project Management Masters (PMM)
Noah’s Ark Animal Clinic
PROJECT CHARTER
Group 3 ITP-1 – Project Charter
IFSM 438: Project Management
Project Management Masters
Crystal Wyland
Project Manager
Angela Farella
Documentation Manager
Kevin Smith
Editor
Jamie Cole
Procurement Manager
Kim Delahay
Deputy Project Manager
Shane Thideman
Researcher
Michelle Smith
Researcher
Contents
Contents 2
Executive Summary 3
Version History 4
Introduction 4
Purpose of Project Charter 4
Project and Product Overview 4
Justification 4
Business Need 4
Business Impact 4
Scope 5
Objectives 5
High-Level Requirements 5
Major Deliverables 5
Boundaries 5
Duration 5
Budget Estimate 6
Funding Source 6
Estimate 6
Assumptions, Constraints and Risks 7
Assumptions 7
Constraints 7
Risks 8
Project Organization 8
Roles and Responsibilities 8
Internal and External Stakeholders 9
Project Charter Approval 9
References 10
Executive Summary
The Project Management Masters (PMM) are very pleased to have been selected to implement an Information Technology (IT) solution at Noah’s Ark Animal Clinic. This document provides a summary and a forecast of the project that will take place.
Studies have shown that, when done correctly, the implementation of an IT infrastructure in a small business can lead to improved quality of information, increased individual productivity, and increased organizational productivity (Narkhede, Raut, Patil, & Mahajan, 2013). While there are no regulatory requirements for safeguarding a veterinary patient’s medical history, the clinic houses Personally Identifiable Information (PII) belonging to their customers.
PII is “information that can be used to distinguish or trace an individual’s identity, either alone or when combined with other personal or identifying information that is linked or linkable to a specific individual” (Office of Management and Budget, 2014). Implementation of an IT solution will also offer increased security of such information.
The Noah’s Ark Animal Clinic automation project is projected to take a maximum of six months to complete. There are little risks associated with the project, and recommendations for mitigation are included in this Project Charter.
Upon completion of the project, PMM will offer a ninety day warranty period. Should any issues arise during this ninety day warranty period, whether they be hardware, software, or user related, PMM will be responsible for timely correction of the issue.
Approval of the Project Charter authorizes PMM to commence work on the Noah’s Ark Animal Clinic Automation Project.
Version History
Version #
Implemented
By
Revision
Date
Approved
By
Approval
Date
Reason
1.0
Project Management Masters
01/25/2015
PMM Team
01/25/2015
Initial Charter Document
Introduction
Purpose of Project Charter
The Noah’s Ark Animal Clinic Automation Project Charter is intended to be an informational tool utilized by the project sponsor and senior lea ...
This feasibility report examines creating a live production network for Cisco. It includes a table of contents, general information on the purpose and scope of the network, and an overview of the proposed system. It also outlines the current environment, including organizations involved and security considerations. Finally, it discusses recommendations for the proposed system and alternatives.
CLASS NAMEMIS600PROFESSORS NAME STUDENTS NAME PRO.docxmonicafrancis71118
CLASS NAME:MIS600
PROFESSORS NAME:
STUDENTS NAME:
PROJECT NAME: NETWORK DESIGN
Content
Topic Page No.
Cover Page 1
Content 2
Executive summary 3
Project Charter 3
Earn Value Statement 11
Executive Summary
Network under a set of confined region is known as Intranet. It uses an IP protocol and IP-based tools like the file transfer application and web browsers that is provided by the server to only assigned IP address. Computer network communication is an important installation in a contemporary organization organisation. As the organization's service provision is improved through the reliable communication, its competition with related firms is enhanced and, therefore, valued competence. Ultimate network design as a mode of flow of information among employees and stakeholders in promotes coordination in the management, team work and services the business offer. This automatically improves the performance of the organisation at the good will of all workers.
It should be noted that an organisation's communication systems alone holds a large percentage in its performance that it should not be compromised, even on the slightest default. This would mean that the organisation would require an Information System that when a default occurs at any single point in the connection system, it would be easier to detect and reach that point as soon as possible. The design should be design with backbone network so temporally technical problem with not upset the performance of network communication. This is more appropriate in big organisations to maintain their data and communication confidentiality, integrity and accessibility. In networking design approach, the choice of device should be intelligently selected for the desired function, this will enhance performance in terms of managing security, traffic, errors in storage and transmitting information.
Documents and programs that are sensitive are run through LAN security domain system to create passwords for their protection against cybercrimes. The protected file would then be accessed by authorised personnel only. This would be an important idea where security of flowing information is paramount. Each set of the employee has got a privilege to prevent the access of any restricted file in the company.
Project Charter
Project Name
Network Design
Project Number
DW2
Project Team
Sponsor: Robert Elson
Author : Jacobs Adam
Manager: Joyce Rob.
Similar to SLeahy - Unit 5 Assignment - IT599-01 (20)
CLASS NAMEMIS600PROFESSORS NAME STUDENTS NAME PRO.docx
SLeahy - Unit 5 Assignment - IT599-01
1. Running head: BYOD PROJECT CLOSURE REPORT 1
BYOD Project Closure Report
Steven Leahy
Kaplan University
IT599-01: Applied IT Master Project
Unit Five Assignment: Final Project Closure Report Preparation and Submission
3. BYOD PROJECT CLOSURE REPORT 3
BYOD Project Closure Report
Abstract
The project manager, Ben Johnson, has brought the Bring Your Own Device (BYOD) project to
a close and she is collecting all pertinent information to include in the final report. This report
was painstakingly composed to reflect the outstanding job the team performed to deliver a
successful project. From the beginning of the project to its end, Ben had to ensure that all
stakeholders understood the purpose for the upgrade and changes made during the process.
Correcting a coding error within the HP BYOD Essential Smart Solution Management software,
which pushed the completion date back by a month, was not as costly as thought. The total cost
of the project did not balloon beyond the approved budget of $250,000 at $236,328.37.
4. BYOD PROJECT CLOSURE REPORT 4
Preparation and Control
Ben Johnson prepared this report manages projects for Warbird Consulting Partners,
LLC. The first testing of the BYOD project was conducted by Don Williams on October 9,
2014, in which the coding of the HP BYOD Essential Smart Solution Management software
failed. After repeating the analysis, design, and development processes with assistance from
Hewlett Packard, the software’s coding passed on October 20, 2014. Shannon Roper– Project
Integration Manager and Business Analyst, Ellen Ducette – Systems Architect, Carmell Verdell
– Systems Analyst, and Susan Kim – Database Specialist were responsible for the error
correction, along with Ben Johnson.
Purpose
Warbird Consulting Partners, LLC’s BYOD project’s closing phase is to sanction the
successful deliverables to the stakeholders of the company. Closing consists of dual sections.
First, the project team has to complete every task to ensure all documentations are corresponding
to all finished tasks. The second part of closure is to wrap up all necessary meetings, team
members submit their reports to Ben Johnson, and she has to review all documents before
writing the final report for review and approval. Michael Draa – CEO, and Executive sponsor
and the Executive Committee, consisting of Chris Bitler – Vice President of Operations and
committee member and Doug Fenstermaker – Chief Information Officer (CIO) and committee
member will sign the document.
Goals of the Report
Within this report, the project manager has defined the accomplished tasks that lead to
successful completion of all activities. Also, issues and constraints of the project were identified,
5. BYOD PROJECT CLOSURE REPORT 5
with the recommendations that provided the eradication of previous errors. The best practices
for keeping the new system capable to maintain an upgrade-ready status is highlighted
throughout this report. Finally, all activities were reviewed and authorized.
Report Summary
Background Overview
Warbird Consulting Partners, LLC’s management needed a better system and network to
assist with increased profit margins and market shares. The company’s competitors are showing
significant gains and Michael Draa has become concerned that his company will fall far behind.
He had a preliminary investigation performed to find the main reason his company is falling
behind his competitors. When the deficient area of his business was exposed, Michael
commissioned a team to bring his company back into contention for market shares.
The lack of advanced technology has cost Warbird Consulting Partners, LLC its former
position within its market. With the need for key personnel to effectively work wirelessly
offsite, the team has to upgrade the current system and network for wireless functionality. Ben
Johnson – Project Manager, quickly constructed a methodology to comport a workshop that will
provide a less costly system and for selected personnel to use their own devices. Discussions
lead to a plan on how to approach upgrading the company’s legacy system. Ben had to ensure
that the planning, implementation, and closure of this new project was not going to hinder
operations, take too much time for completion, and cost more than executive management will
support.
Expectations from team members were that strategies developed during the kickoff
meeting will provide a sound methodology for delivering a successful project and provide
additional security to protect sensitive information. The team knew that working with
6. BYOD PROJECT CLOSURE REPORT 6
representatives from Hewlett Packard to implement the BYOD application was a great
possibility. The project manager will provide a Charter and record the kickoff meeting for all
stakeholders to witness. Strategies are transparent, as evident via the Charter that was drafted
and accepted by the executive management.
Highlights and Best Practices
Highlights:
Meeting with representatives from Hewlett Packard
Wide area network (WAN) applications implementation via HP Enterprise
Mobility Management and HP’s ProCurve MSM760 Controller and HP’s M111
Client Bridge with wireless access points.
Focus on strategies to prevent intrusion and/or inside attacks
Best Practices:
Remain compliant with the Health Insurance Portability and Accountability Act
(HIPAA) and Gramm-Leach-Bailey Act (GLBA) and other applicable laws and
regulations
Michael Draa’s endorsement for upgrading and maintaining his legacy system and
network, with added security features
Closure Synopsis:
The project closed, because all tasks and activities were finished and management
signed the closing report
Performance Metrics
Goals and Objectives:
Improved system and network efficiency
7. BYOD PROJECT CLOSURE REPORT 7
Greater market shares
Partnership collaboration to develop the appropriate technological specifications
for Warbird Consulting Partners, LLC’s upgraded system and network
Increased profit margins by at least 35% over the first year after system upgrade
Success Criteria Performance
All criteria were achieved, although an unexpected issue occurred during the analysis,
design, and development step of the Execution Phase of the project. After re-evaluating the
situation at the expense of an additional month, the promise of successful deliverables to the
stakeholders is fulfilled. The project manager will report that no criteria was overlooked or
neglected and that the minor completion delay will not hinder Warbird Consulting Partners,
LLC’s progress. Doug Fenstermaker – Chief Information Officer (CIO) has the responsibility
for measuring continued progress of the system and network.
Milestones and Deliverables Performance
Charter
Scope
Budget (approved: $250,000 – actual: $236,328.37)
Appropriate hardware and software (HP ProCurve MSM760 Controller Access Switch
and HP M111 Client Bridge & HP BYOD Essential Smart Solution Management
Software)
Planning
Execution
Completion of training and documentation
8. BYOD PROJECT CLOSURE REPORT 8
Budget Performance
Project manager.....................................................................................$150,000/yr
Systems architect...................................................................................$95/hr
Systems analyst......................................................................................$85/hr
Database specialist.................................................................................$80/hr
Business analyst.....................................................................................$75/hr
Tester......................................................................................................$60/hr
HP ProCurve MSM760 Controller........................................................$5,739.95
HP M111 Client Bridge………….........................................................$1,095.00
HP BYOD Essential Smart Solution…………………………….........$13,000.00
The work breakdown structure (WBS) provides an estimate of $236,328.37 for the entire project
over seven months.
Metrics Performance Recommendations
Risk:
Security for sensitive information, switches, databases, and access points is
always an issue
Warbird Consulting Partners, LLC’s Global Positioning System (GPS) lacks the
accurate degree of safety within unsafe locations
Action:
Implementation of the HP ProCurve MSM760 Controller Access Switch and HP
M111 Client Bridge with Wireless Access Points will aid in reducing
vulnerabilities via system hardening (i.e., media access control (MAC) address
filtering and Structured Query Language (SQL) injection prevention)
9. BYOD PROJECT CLOSURE REPORT 9
Maintain coding updates to the new system and network
Closure Tasks
The CIO must keep personnel knowledgeable about the new system and network and
updates through periodic training. Meetings between all department heads are planned to guide
further system and network development. An acceptable use policy (AUP) will reinforce the
consequences for personnel violation of any federal, state, local, and/or international laws and
regulations. Doug Fenstermaker, the CIO, must approve all exceptions to this policy.
Issue Management
The CIO is responsible for handling all issues pertaining to IT related matters. The
coding errors with the HP BYOD Essential Smart Solution Management software were complex,
because the legacy system was not wireless and had to be upgraded. HP is contracted for support
of their products, with representatives available around the clock. Cooperation between Warbird
Consulting Partners, LLC and its partners keep the company’s system and network performing at
top efficiency.
Risk Management
Managing risk is vital for a successful BYOD project implementation. Keeping all
business necessities simple reduces complications for the project team. Difficult issues will be
handled by the Steering Committee and unsolvable issues are dealt with by the Executive
Committee. The greatest risk is the possible loss of support from the Executive Sponsor,
Michael Draa, CEO of Warbird Consulting Partners, LLC.
10. BYOD PROJECT CLOSURE REPORT 10
Any upgrade or implementation may produce vulnerabilities within a network and/or
system. To prevent loss of sensitive information or attacks, CIOs harden their systems and
networks via physical and virtual security. Port security is often overlooked, because the
attention is mainly concentrated on the databases within computers. The appropriate switch may
prevent most incidents by permitting authorized media access control (MAC) addresses to send
and receive data (Oritano & Gregg, 2011). Information is too valuable to allow attackers (i.e.,
hackers and criminal hackers (crackers)) to alter and disrupt communications on networks.
Quality Management
The CEO, Michael Draa, must keep this and all operations within Warbird Consulting
Partners, LLC funded. Success within the company’s market depends upon full support from all
stakeholders. Warbird Consulting Partners, LLC is provided with milestone health checks and
audits of the decision process. Quality assurance is divided into the following aspects:
Internal – Management and the team review the Project Charter and blueprint of the business
design, documentation is continually reviewed, and training and testing is handled by the team.
External – Risk assessments and Warbird Consulting Partners, LLC’s readiness are appraised
and the partner, Hewlett Packard, perform quality assurance evaluations at certain milestones.
Communication Management
The project team remains in communication through the use of regular meetings and by
collaborating on different phases of the project. Setbacks are discussed and remedies are
consequential from these discussions to put the project back on track and maintain compliance.
Consideration for all stakeholders is the main focus during and outside meetings and discussions.
Team members are using the dynamic systems development method (DSDM) to highlight key
11. BYOD PROJECT CLOSURE REPORT 11
roles of people within the process, which is called the “user centered” approach (Avison &
Torkzadeh, 2009). Small issues may become threats to the project’s completion, if face-to-face
communication is not utilized. This is why the project manager must ensure that all members of
the team remain in close communication with each other.
Customer Expectation Management
The improvement of services to Warbird Consulting Partners, LLC’s customers is vital to
management. Feedback from customers will help identify areas of operations that are potentially
detrimental to the company. If customers’ needs are not met, action has to be taken to correct
this issue and a decision made to properly implement the change. Executive management knows
better than others that being customer focused provides greater customer satisfaction and loyalty.
Asset Management
The upgraded system and network is a treasure to Warbird Consulting Partners, LLC and
will usher in long-term operational success. The new hardware and software are tools that are
the prelude for greater events to happen for this company. Portable devices utilized by selected
personnel for business purposes, will be continually monitored. Collected information provides
IT personnel if the system or network is fallible or firm.
Lesson Learned
Through planning, Ben Johnson learned that upgrading a legacy system and network is a
detailed and daunting task. This became evident when coding errors stalled the completion of
the BYOD project. With direct communication with the company’s executives from bi-monthly
to monthly meetings, she is able to understand what they want and figure out how to provide it
12. BYOD PROJECT CLOSURE REPORT 12
through project tasks. A big problem may appear through team mismanagement. The
development stage offers a view of any holes within the BYOD project. This project provides
social values to influence a homogenous atmosphere within an unfriendly environment.
Post-Project Tasks
Don Williams, the project’s tester, has the greatest task of ensuring the project manager
that the project is secure and ready for company-wide implementation. The training schedule
must be posted or personnel notified via letter or in person. A comprehensive plan has to be
written for future identification of system improvements or functionality augmentations. Ben
Johnson will complete the documentation of the system and network during testing and
implementation of the BYOD application.
Closure Recommendations
The BYOD application is being implemented for the first time and signifies Warbird
Consulting Partners, LLC’s readiness to challenge its competitors. As project manager, Ben
Johnson should recommend that training for personnel selected to use this application be
required every six months. The company’s CEO, Michael Draa, must continue his support for
the upgraded system and network. If he fails to retain interest, the company will become
defunct.
13. BYOD PROJECT CLOSURE REPORT 13
Project Closure Report Approval
_________________________________________________________
Michael Draa, Executive Sponsor, Chief Executive Officer (CEO)
_________________________________________________________
Chris Bitler, Executive Committee & Vice President of Operations
_________________________________________________________
Peggy Berry, Executive Committee & Chief Financial Officer (CFO)
_________________________________________________________
Doug Fenstermaker, Project Director & Chief Information Officer (CIO)
14. BYOD PROJECT CLOSURE REPORT 14
Conclusion
The BYOD project is a necessity, in which a technological boost is given Warbird
Consulting Partners, LLC to compete with its closest competitors. From the beginning of this
project, the team had to be very careful with security matters. A minor setback occurred during
the Execution Phase of the project, in which coding errors with the HP BYOD Essential Smart
Solution Management software were apparent. The legacy system and network was more
outdated than originally assumed to be, causing a delay for almost month toward the project’s
completion. The company will enjoy a return of investment (ROI) of approximately 35% for the
first year after the new system and network is fully implemented. Ultimately, Warbird
Consulting Partners is provided with a competitive edge.
15. BYOD PROJECT CLOSURE REPORT 15
References
Avison, D., & Torkzadeh, G. (2009). Information systems project management. Thousand
Oaks, CA: Sage
Oriyano, S. P., & Gregg, M. (2011). Hacker techniques, tools, and incident handling.
Burlington, MA: Jones & Bartlett Learning